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Developers Jonathan Rose and Adam Weinstein were trying to determine which of three proposals to submit to the city of New York in response to a RFP to create an affordable housing project in the South Bronx. The site, referred to as Via Verde, was a 1.5-acre triangular brownfield in one of the poorest neighborhoods in New York City. It was 2006 and the housing market was peaking but had not yet crashed. Both Rose and Weinstein were experienced developers of low-income housing, the former as CEO of the Jonathan Rose Companies, a national developer, and the latter as CEO of Phipps Houses, the largest non-profit developer and manager of low-income housing in NYC. The three proposal options differed in their risk and return profiles for the developers, and differed in how much they incorporated health-oriented, mixed-income living for the residents.

learning objective:

The central teaching objective of this case is to show students how fundamentally different the financing of low-income housing is to that of market-rate buildings. Traditional valuation analysis of low-income developments will regularly return a negative NPV. Their low operating incomes and restrictions on selling typically do not justify construction in the first place. To build such projects, a complex layering of public grants and subsidized debt is needed, to enable the profitable development and management of low-income housing.

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This background note explores the basic themes surrounding the government's approach to providing housing: namely its shift from a supplier and builder of affordable housing to an approach that focuses on demand-side solutions and indirect subsidies to private developers. In addition to a shift from supply-based to demand-based solutions, there is an on-going debate about whether to provide people-based or place-based solutions. The above shift and debate reflects the troubles encountered in the original urban renewal efforts, and the desire today to provide affordable housing that is close to jobs and transportation, that is mixed-income, and contextual to its surrounding development.

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After an unusual round of doubles in May 2011, real estate investor Bobby Turner, Managing Partner, Canyon-Agassi Charter School Facilities Fund (CACSFF) and Chairman, CEO, and Co-Founder of Canyon Capital Realty Advisors, found himself at a loss for words. Turner was in the midst of raising capital for the CACSFF, a vehicle designed to promote the success and growth of best-in-class charter schools by acting as a for-profit "bridge" developer of educational facilities throughout the United States. He thought he had found the perfect investor in Bill Gates, the Microsoft founder and billionaire philanthropist, who for years had been an outspoken supporter of education reform. But as he made his pitch on the tennis court alongside his partner, retired professional tennis star Andre Agassi, and Andre's wife, retired professional tennis star Steffi Graf, he realized he would encounter more resistance than originally expected. Despite Gates' fascination and intrigue with the pair's novel concept, he was hesitant to mix the non-profit oriented efforts of the Bill & Melinda Gates Foundation with a for-profit private equity investment. Turner had heard similar concerns from other philanthropists and foundations. Furthermore, the fund's characterization as a social enterprise left unanswered questions regarding how making a positive impact could be juxtaposed with efforts to maximize investor profits. What started off as the match of the century ended rather unceremoniously as Gates graciously declined the opportunity to invest in CACSFF. As Turner and Agassi walked off the court, they realized they would have to go back to the drawing board to better gauge which investors would have an appetite for this type of investment and how best to market the fund to those parties going forward.

learning objective:

"The Canyon-Agassi Investing in Charter Schools case introduces students to the challenges and obstacles associated with raising capital for a new asset class. The Canyon-Agassi Charter Schools Facility Fund (CACSFF) is an innovative investment vehicle that combines for-profit private equity with an investment in social enterprise. This juxtaposition creates a problem in fund-raising and the case provides the students with investor profiles to help gain an understanding of how to market a new investment strategy. "

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Peninsula Investment Group is deciding wether or not to recapitalize an equity investment in a Residencial Los Andes, a residential project in Santiago, Chile, or take a substantial loss. The project did not met its sales goals and the bank pressured the investors to liquidate the construction loan. Early on, Peninsula had identified Chile a target market, however, in investing in Residencial Los Andes, it had made several exceptions to it's investment strategy. The case addresses what went wrong in the evolution of the project, what measures need to be taken if Peninsula did increase it's capital committment.

learning objective:

This case provides a good example of a growing real estate investment firm that made a bad investment decision when entering a new market in Latin America. The case lays out some of the missteps taken by the firm including: making exceptions to the firm's investment strategy and board position, not doing enough due dilligence and choosing a partner with the wrong incentives

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Cheick Sanankoua is an MBA student who believes that he has found the perfect investment property, a small, independently-owned hotel, on the Ivory Coast. However, he has had trouble raising money for the investment beyond friends and family. Through contacts in the private equity industry, he has one last opportunity to pitch the deal to Asdar Capital. If unsuccessful, the time on Sanankoua's exclusivity agreement with the owners will run out.

learning objective:

This case introduces students to the complex challenges of raising capital and investing in a real estate intensive business in a frontier market.

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Josh Wyatt, Director of Patron Capital Partners, needs to make an exit decision for a successful investment in Generator Hostels. After five years of explosive growth and in the middle of a financial crisis, Wyatt needs to evaluation Patron's alternatives: IPO the platform, seek a strategic investor or sell the platform outright.

learning objective:

The Generator Hostels case will help students learn to evaluate exit options for investments where there is little or no competition.

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This technical note describes the "OpCo/PropCo" process of valuing a real estate intensive business. The term "OpCo/PropCo" refers to a business arrangement in which a consolidated, real estate-intensive enterprise is split into two separate businesses: (1) A property company and (2) the underlying operating business.

learning objective:

The objective of this technical note is to explain the valuation process of an real estate intensive enterprise. The OpCo/PropCo Valuation splits a company into two separate business: a property company and the underlying operating business.

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In 2010, Sino-Ocean Land Holdings Limited was a highly successful, large real estate developer based in Beijing, China. Sino-Ocean Land had three main business segments-property development, property investment/management, and other real estate related businesses. From 2005-2009, the company focused on becoming a leading regional developer with a multiproduct offering. That strategy was successful, riding the wave of spectacular growth in the Chinese real estate sector from 1998-2008, following a loosening of Chinese state real estate regulations. Although Sino-Ocean Land had gone public in 2007, its key shareholders were still state owned enterprises. The state maintained significant influence on the company and the real estate market, in general. The case explores the interactions between the company and the state, examining land acquisition, financing, and corporate governance. Following the global financial crisis of 2008, Sino-Ocean Land must devise a new five year strategic plan. CEO Li Ming must grapple with the changing market dynamics and regulatory environment, to decide the best course for the company. Key issues that he must determine are: whether the focus should be local or national; whether to continue with multiproduct offerings, or specialize in one product type; and whether to continue to pursue primarily development, or to shift to property investment and holding.

learning objective:

Students will gain an understanding of the unique influence of Chinese state policy, regulation, and ownership on the real estate market in China. Students should be able to identify the specific impacts-risks and opportunities-on Sino-Ocean Land, and to think critically about how the company must adjust its business strategy to account for the government's current and predicted policies. Analysis of the 5 year strategic plan will involve identifying the inherent tradeoffs in pursuing various initiatives going forward.

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